Robert Birnbaum – författare

"Management fads in higher education will never be the same. Birnbaum's penetrating analysis reveals in the clearest possible terms why fads die an early death."--Burton R. Clark, Allan M. Carter Professor Emeritus of Higher Education and Sociology, University of California, Los Angeles "Anyone in higher education leadership should read this critical and amusing book. It goes much further than the dull descriptions of management techniques for universities and colleges. It is fair, convincing, and well documented."--Frans van Vught, Rector Magnificus, University of Twente, The Netherlands When is a management innovation truly a good idea, and when is it only a fad? In this thoughtful book, Robert Birnbaum scrutinizes the rise and fall of management fads in higher education since the 1960s. He shows administrators and faculty how to move beyond the hype of new fads to make wise, informed decisions and adopt sound management policies. Birnbaum begins by analyzing the historical development of seven major management systems in higher education. From these histories, he develops a model for understanding the life cycle of management innovations, including their creation, development, and eventual adoption or abandonment. He then explains the social and environmental factors that make institutions vulnerable to fads, plus the psychological issues that may lead academic managers to support failing fads. This comprehensive resource is for anyone who wants to understand how management innovations can be used to strengthen the educational and social purposes of higher education. To read the first chapter of this book, Seeking the Grail: The Never-Ending Quest, click here.

"One of the best theoretical and applied analyses of universityacademic organization and leadership in print. This book issignificant because it is not only thoughtfully developed and basedon careful reading of the extensive literature on leadership andgovernance, but it is also deliberately intended to enable theauthor to bridge the gap between theories of organization, on onehand, and practical application, on the other."--Journal of Higher Education

This book reveals the complex factors that influence the real and perceived effectiveness of academic leaders. It shows that the qualities commonly thought to be indicators of good leadership are irrelevant and often counterproductive. It explains that successful academic leadership can be defined by the extent to which strategic constituencies?faculty, students, and others who share in campus leadership?support the president.